In recent years, there has been a significant surge of interest and awareness around neurodiversity and for good reason. A growing number of individuals are becoming conscious of neurological variations and actively seeking diagnosis, educating others, or enhancing their own knowledge on the matter. Consequently, there has been a remarkable advancement in our comprehension of […]
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In recent years, there has been a significant surge of interest and awareness around neurodiversity and for good reason. A growing number of individuals are becoming conscious of neurological variations and actively seeking diagnosis, educating others, or enhancing their own knowledge on the matter. Consequently, there has been a remarkable advancement in our comprehension of neurodiversity, accompanied by a shared determination to embrace and celebrate our unique differences.
Neurodiversity is defined by the Oxford English Dictionary as “showing patterns of thought or behaviour that are different from those of most people, though still part of the normal range in humans”.
Neurodivergence is relatively common in the UK population. According to the National Autistic Society, one in 100 people in the UK are somewhere on the autism spectrum; about 3% to 4% of adults have ADHD, according to NICE; while the UK government website says that around 10% of people are dyslexic. Given these statistics, it is highly probable that there are neurodivergent individuals within your workplace.
Here are some examples of spectrum conditions considered forms of neurodivergence (please note that this is not an exhaustive list).
Attention deficit hyperactivity disorder (ADHD) – a neurodevelopmental condition affecting the nervous system, leading to episodes of hyperactivity or the person becoming distracted or impulsive. It can also lead to difficulties in following instructions and completing tasks.
Autism – a neurodevelopmental condition characterised by repetitive patterns of behaviour. Often, the person will experience challenges with change, other points of view, and social communications.
Dyslexia – a learning difficulty which causes problems with reading, writing and spelling.
Dyspraxia – a learning difficulty which affects coordination, movement, balance and organisation abilities and often includes poor hand eye coordination and spatial awareness.
Obsessive Compulsive Disorder (OCD) – a mental health condition where a person has obsessive thoughts and compulsive behaviours.
Tourette’s Syndrome – a neurological condition that features involuntary tics and uncontrollable sounds and movements. Those with this condition often experience other conditions such as anxiety.
Neurodiversity encompasses the natural spectrum of variations in individual behaviours and brain functions, acknowledging that each of us differs in how our brains process, learn, and behave. While the majority of individuals are considered ‘neurotypical’, meaning their brain processes information in a way that aligns with typical expectations, approximately 15% of the population fall into the category of ‘neurodivergent’, so employers need to be aware of it.
A neurodiverse workforce can bring huge benefits to an organisation, including creativity, expertise, innovation and lateral thinking. Individuals thrive when they receive tailored support that suits their unique needs, so understanding neurodiversity can help employers and HR professionals make better decisions and get the most out of their team. By failing to actively support neurodiverse employees, employers may miss out on many of the benefits they can bring to an organisation.
According to research commissioned by WorkNest’s sister company, esphr, in 2023, 15% of line managers lack confidence in being able to support neurodivergent team members. The research also revealed that 1 in 4 HR professionals (25%) weren’t confident that their line managers had the capability to support their team with issues related to neurodiversity.
Effective training is therefore highly important. Coaching managers in how to have sensitive and empathetic conversations, without making assumptions, can help identify issues that may require support, including reasonable adjustments.
The duty to make reasonable adjustments is triggered when an employee’s condition meets the definition of a disability under the Equality Act 2010, meaning it has a “substantial and long-term adverse effect on their ability to perform day-to-day activities”. While it may not always be possible to ascertain whether an employee has a disability or not, it is considered best practice to accommodate anyone experiencing difficulties at work. By doing so, employers demonstrate their commitment to helping individuals perform at their best, which can lead to attracting and retaining the most talented workforce for their organisation.
Want to know more on this topic?
Download our trusted partner WorkNest’s Guide to Supporting Neurodiversity in the Workplace.
Need professional advice?
This blog is not intended as a replacement for professional, specialist legal advice. If in any doubt, please contact the legal experts at WorkNest quoting that you are a member of CH4B.
WorkNest’s mission is to help organisations understand and apply employment law confidently. Its specialist support helps employers steer clear of costly legal pitfalls, fulfil their obligations, and create an inclusive, compliant and thriving work environment where their teams can achieve their full potential.
For expert advice and assistance around Employment Law and HR, contact WorkNest today and quote CH4B to receive a preferential rate on 0345 226 8393 or email enquiries@worknest.com.
